In authors or contributors

Social capital and nonprofit governance effectiveness

Resource type
Authors/contributors
Title
Social capital and nonprofit governance effectiveness
Abstract
Abstract This article examines the important role of social resources in enhancing the effectiveness of nonprofit boards of directors, paying particular attention to the positive implications of social capital. Using data collected from a survey of 234 organizations operating in the Canadian nonprofit sector, we model the relationship between a three‐factor model of social capital and a multidimensional measure of governance effectiveness. Our results demonstrate the positive contribution that social capital makes to the capacity to govern effectively. Findings of our study support the need for renewed attention to social and relational considerations inside the boardroom.
Publication
Nonprofit Management and Leadership
Volume
22
Issue
4
Pages
391-409
Date
06/2012
Journal Abbr
Nonprofit Mgmnt & Ldrshp
Language
en
ISSN
1048-6682, 1542-7854
Accessed
8/9/24, 2:14 AM
Library Catalog
DOI.org (Crossref)
Citation
Fredette, C., & Bradshaw, P. (2012). Social capital and nonprofit governance effectiveness. Nonprofit Management and Leadership, 22(4), 391–409. https://doi.org/10.1002/nml.21037
Author / Editor